Innovation in megaprojects

Andrew Davies*PhD Course

Part 1: Innovation in Projects

Norwegian Business School

28-31 October 2013

*Professor Management of Projects, The Bartlett Faculty of the Built Environment

School of Construction and Project Management

Adjunct Professor, Department of Leadership and Organizational Behaviour, BI

• Megaprojects

• Megaprojects: complex and uncertain

• Group work: innovation in megaprojects

What are megaprojects?

• Large-scale infrastructure is designed and delivered as megaprojects of $1bn or more (Flyvbjerg et al, 2003)– “Productivity paradox”: despite growth in

number and opportunities to learn, projects often fail

• Megaproject organisation:– Large temporary coalition of suppliers– Led by large client, prime contractor or joint venture

– Process tailored to the requirements of the project

• Opportunity to find new ways to improve performance– Success depends on new and innovative ways to manage uncertainty and

complexity

Megaprojects: poor performers

• RAND study of 52 major projects: average cost overrun 88%, only 50% performing as expected

• Channel Tunnel– Construction completed in 1994, £4.9bn,

80% over budget

• Boston “Big Dig”– Scheduled for completion in 1998 at $2.8bn

– Opened in 2007 at a cost of over $14.6bn

• Denver’s $5bn international airport– Nearly 200% cost overrun

Megaprojects – poorly understood phenomenon

• Infrastructure delivery, operation and finance is becoming a “business”– Private sector involvement UK privatisation of utilities, airports,

ports and railways since 1979– Private Finance Initiative (PFI) Public Private Partnerships (PPP)– Contracting out and outsourcing of public sector tasks

• “Surprisingly, however, infrastructure has still received limited attention in management studies” (Gil & Beckman CMR 2009)

• Megaprojects

• Megaprojects: complex and uncertain

• Group work: innovation in megaprojects

Using Shenhar and Dvir’s (2007) model to understand megaprojects

• Megaproject is a case of a complex and uncertain project• Contingency theory: critique of “one size fits all thinking”• 1 dimension

– Shenhar (1993) 4 types of technological uncertainty

• 2 dimensions– Shenhar (1996, 2001) tech uncertainty and 3 levels of complexity

• 4 dimensional construct– Shenhar and Dvir (2007)

Complex project(e.g. Apollo Moon

landing; Challenger Space Shuttle)

Simple project(e.g. implement

existing radio base station; IT system)

Technology

Novelty

Pace

ComplexityArray System Assembly

Derivative

Platform

Breakthrough

Super-high-tech

Medium-tech

High-tech

Low-tech

Regular

Blitz

Fast/competitive

Time-critical

3 levels of complexity

Array project

• ‘System of systems’• systems with independent functions, but each with common goal

Airport• Channel Tunnel• New nationwide mobile communications system

System project

• single system - a common goal• platform with subsystems

• Aircraft• Air traffic control system• Building

Assembly project

• self-contained component• perform a function in a larger system

• Modular components and subassemblies• Computer stations

Complexity and organisation

• Assembly projects • Single organisation (often one functional group), with the help from other

functions

• Small team working in one location

• System projects• Main contractor responsible for deliver of product

• Tasks divided among several subcontractors, in-house or external

• Array projects• Central umbrella organisation – often separate entity or company and formally

coordinates programme and subprojects

• Deals with financial, logistical, legal and political issues

• Projects often spread over wide geographical area

Systems integration

Systems integrator

Parts suppliers

Subsystem suppliers

Operator and users

Component suppliers

Design and integrate hardware, software and services into functioning system

Systems integrator

• Organisation with the capabilities to coordinate the design, integration of components and subsystems– Client – involved in several projects– Prime contractor– Joint venture

• Creates a process to coordinate a large network of suppliers

Uncertainty and contractual approach

Cost-plus contract

• Risk and opportunity shared by client & contractor

• Client bears the cost of development and seeks to avoid less than optimal solutions

• Contractor has an incentive to produce best result and maintain profits

High Low

Fixed-price contract

• Contractor takes on all the risk

• Does not work well for high-tech uncertainty – creates risk for client & contractor

• Contractor loses money due to unexpected events

• Client gets inadequate product when contractor stays within the price range

Relative uncertainty

• Megaprojects

• Megaprojects: complex and uncertain

• Group work: innovation in megaprojects

Group work: innovation in megaprojects

Each group examines the three cases: Heathrow Terminal 5, London Olympics and Crossrail

Each group answers the following questions:

1.Describe the main characteristics of the megaproject (e.g. systems integrator, organisation, etc)

2.What are the main innovation challenges?

3.What are the main similarities and differences across the projects?

Literature:– 2.2 Project-based production: complex products and systems

– 3.3 Megaprojects

– 5.1. Systems integration

Heathrow Terminal 5

London Olympics Crossrail

1. What are the main characteristics of the megaproject?

2. What are the main innovation challenges?